The Human Resources Challenge of Huawei —- Cultural clash
Introduction
Background of Huawei
In 1987, Ren Zhengfei, then 44 years old, founded a telecom equipment-trading firm in Shenzhen, China, with startup capital of CNY 21,000. By the end of 2014, Huawei had 170,000 employees in more than 170 countries and regions, serving more than one-third of the world’s population, and leading the world in international patent applications. Over 30 years, it has grown to become the largest telecom company in the world. As well as that, it has operations and representative offices in more than 100 countries and serves over 1 billion users worldwide. Huawei’s success boils down to two fundamental elements: the changing technology environment and the creativity of its people, so we can realize that employees play a very important role in Huawei and the human resources management is very crucial to Huawei.
1987年，44岁的任正非在中国深圳成立了一家电信设备贸易公司，启动资金为21,000元人民币。截至2014年底，华为在170多个国家和地区拥有17万名员工，服务于全球三分之一以上的人口，在国际专利申请方面处于世界领先地位。30多年来，它已发展成为世界上最大的电信公司。除此之外，它还在100多个国家设有运营和代表处，为全球10亿用户提供服务。华为的成功归结为两个基本要素：不断变化的技术环境和人员的创造力， 对华为来说至关重要的是，让员工认识到员工在华为和人力资源管理中扮演着非常重要的角色。
Human resources challenges of Huawei
According to Fang Lee Cooke (The International Journal of Human Resource Management, 2012, p.1845), there are several challenge to HRM in host countries and management responses of Huawei. First, because salaries are based on performance levels, inexperienced local new hires may have lower wages. Second, unlike local employment laws, as foreign companies, they need to comply more strictly with these laws than China. Third, how to strike a balance between employee development and cost-effective employee disbursement is sometimes a dilemma because HCN employees need training and development opportunities and then leave more famous Western multinationals. Fourth, multiculturalism and diversity management is another issue. Huawei may be one of the few Chinese companies that actively adopt the concept of multiculturalism and diversity management. Fifth, the lack of approval from local employees and their employers and the lack of acceptance of the corporate culture of Chinese enterprises are a double challenge to the issue of retention.
Fang Lee Cooke（国际人力资源管理杂志，2012年，p.1845）指出，人力资源管理面临着一些挑战，华为的管理层也作出了回应。首先，由于工资是基于绩效水平的，缺乏经验的本地新员工的工资可能更低。其次，与当地的就业法不同，作为外国公司，他们需要比中国更严格地遵守这些法律。第三，如何在员工发展和成本效益的员工支付之间取得平衡，有时是一个两难的选择，因为HCN员工需要培训和发展机会，然后离开更著名的西方跨国公司。第四，多元文化和多样性管理是另一个问题。华为可能是少数几个积极采用多元文化和多元化管理理念的中国公司之一。第五，缺乏当地员工及其雇主的认可，对中国企业的企业文化缺乏接受，是对留用问题的双重挑战。
The key challenge
Cultural clash is one of the key human resources aspects that affected Huawei. Huawei as a multinational company, the objective existence of the company’s internal cultural differences, is bound to cause cultural conflicts in the enterprise. As the process of global integration accelerates and the flow of human resources in multinational enterprises like Huawei continues to accelerate, this cultural friction will increase day by day and gradually begin to manifest itself in the internal management and external operation of transnational corporations, resulting in the loss of market opportunities for transnational corporations and the inefficiency of the organizational structure and make the implementation of the global strategy in trouble. Therefore, this essay will attempt to demonstrate how the Huawei can solve this problem and develop better for its brighter future using human resources management practices.
文化冲突是影响华为的关键人力资源因素之一。华为作为一家跨国公司，客观上存在着公司内部的文化差异，势必会在企业内部引发文化冲突。随着全球一体化进程的加快和华为等跨国企业人力资源流动的不断加快，这种文化摩擦将日益加剧，并逐渐在跨国公司的内部管理和外部经营中显现出来。导致跨国公司失去市场机会，组织结构效率低下，使全球战略的实施陷入困境。因此，本文试图通过人力资源管理的实践，来说明华为如何解决这一问题，更好地发展自己的未来。
